Subsequently, linear planning approaches are
not always appropriate to initiate transformation
processes because they do not consider the
existing expertise, interests, and resources of
important external stakeholders in a serious way
(see Fig. 1). Although these linear planning
processes are routine and efficient in terms of
proven and legally regulated procedural steps,
the reasons given can lead to the resistance of
affected actors, delays, higher costs and sometimes even to the complete abandonment of a
project.
Thus, for municipalities to be able to perceive
their role as actors of transformation, the manner
of participation and decision-making must be readjusted. Since the success of municipal efforts
depends on a broad consensus among all relevant
actors, the mobilization of citizens is a central
prerequisite for the successful implementation of
SD and the SDGs. In its main report from 2011,
the WBGU supports the assessment of common
planning comprehension and criticizes the lack
of actions with a long-term orientation.
The WBGU asks for a new social contract, which
must be accompanied by a new participatory
culture (Schellnhuber et al. 2011). Target 16.7
also underlines this aspect of SD and aims at
“responsive, inclusive, participatory and representative decision-making at all levels”.
3
Cooperative planning approaches
4 are intended to meet these requirements, as they are based
on the finding that municipalities are confronted
with multi-causal problems and faced with an
active, opinion-oriented and heterogeneous city
society (Selle 2000). In contrast to linear planning approaches, cooperative planning approaches are not legally regulated and can be adapted
differently according to the respective occasion
(see paragraph 6, No. 11 BauGB). These processes, in which the public authority generally
takes the initiative, strongly depend on voluntariness and on the principle of cooperative
handling responsibilities. In cooperative planning
processes, different social actors with diverging
interests are usually involved: (1) representatives
of the administration, (2) politicians, (3) civil
society actors (e.g., churches, associations),
(4) science and (5) the economy. While in the
formal planning process, the different actors
work together only at predetermined points (see
paragraphs 3 and 4 of the BauGB: early public
participation and formal participation), cooperative planning processes can provide the early and
continuous participation of all interest groups
(see Fig. 1). In addition, these interest groups are
not separated during the participation process.
Cooperative planning processes stipulate that all
actors discuss issues eye-to-eye and decide consensually in a common arena. As shown in
Fig. 1, all actors are involved in all steps of the
process. Note that the actors involved are not
limited to the development of goals and measures
but make arrangements for joint implementation.
3 Towards a Sustainability Strategy
at the Local Level
The participation of actors is based on the
cooperative planning approach and occurs
throughout the entire GNK NRW process. In
addition, the LAG 21 NRW approach embeds the
cooperative planning process in an integrated
management system. Therefore, the development
and implementation of IMSS is designed as a
continuous improvement process (CIP). The CIP
ensures the effectiveness and success control of
IMSS and aims at implementation, the achievement of objectives, constant improvement and
further development regarding the formulated
content. According to the LAG 21 NRW
approach, the development and implementation
of IMSS is divided into six main steps (see
Fig. 2): (1) working structure, (2) analysis,
(3) development/revision of a sustainability
strategy, (4) (first) sustainability report and formal decision, (5) implementation and monitoring
and (6) evaluation and update.
With regard to single fields of action, management tools have been used for several years
3
SDG 16: Promote peaceful and inclusive societies for
sustainable development, provide access to justice for all
and build effective, accountable and inclusive institutions
at all levels.
4
In this paper, non-binding public participation is called
the cooperative planning approach.
A Participatory Multi-Stakeholder Approach to Implementing …
243
not always appropriate to initiate transformation
processes because they do not consider the
existing expertise, interests, and resources of
important external stakeholders in a serious way
(see Fig. 1). Although these linear planning
processes are routine and efficient in terms of
proven and legally regulated procedural steps,
the reasons given can lead to the resistance of
affected actors, delays, higher costs and sometimes even to the complete abandonment of a
project.
Thus, for municipalities to be able to perceive
their role as actors of transformation, the manner
of participation and decision-making must be readjusted. Since the success of municipal efforts
depends on a broad consensus among all relevant
actors, the mobilization of citizens is a central
prerequisite for the successful implementation of
SD and the SDGs. In its main report from 2011,
the WBGU supports the assessment of common
planning comprehension and criticizes the lack
of actions with a long-term orientation.
The WBGU asks for a new social contract, which
must be accompanied by a new participatory
culture (Schellnhuber et al. 2011). Target 16.7
also underlines this aspect of SD and aims at
“responsive, inclusive, participatory and representative decision-making at all levels”.
3
Cooperative planning approaches
4 are intended to meet these requirements, as they are based
on the finding that municipalities are confronted
with multi-causal problems and faced with an
active, opinion-oriented and heterogeneous city
society (Selle 2000). In contrast to linear planning approaches, cooperative planning approaches are not legally regulated and can be adapted
differently according to the respective occasion
(see paragraph 6, No. 11 BauGB). These processes, in which the public authority generally
takes the initiative, strongly depend on voluntariness and on the principle of cooperative
handling responsibilities. In cooperative planning
processes, different social actors with diverging
interests are usually involved: (1) representatives
of the administration, (2) politicians, (3) civil
society actors (e.g., churches, associations),
(4) science and (5) the economy. While in the
formal planning process, the different actors
work together only at predetermined points (see
paragraphs 3 and 4 of the BauGB: early public
participation and formal participation), cooperative planning processes can provide the early and
continuous participation of all interest groups
(see Fig. 1). In addition, these interest groups are
not separated during the participation process.
Cooperative planning processes stipulate that all
actors discuss issues eye-to-eye and decide consensually in a common arena. As shown in
Fig. 1, all actors are involved in all steps of the
process. Note that the actors involved are not
limited to the development of goals and measures
but make arrangements for joint implementation.
3 Towards a Sustainability Strategy
at the Local Level
The participation of actors is based on the
cooperative planning approach and occurs
throughout the entire GNK NRW process. In
addition, the LAG 21 NRW approach embeds the
cooperative planning process in an integrated
management system. Therefore, the development
and implementation of IMSS is designed as a
continuous improvement process (CIP). The CIP
ensures the effectiveness and success control of
IMSS and aims at implementation, the achievement of objectives, constant improvement and
further development regarding the formulated
content. According to the LAG 21 NRW
approach, the development and implementation
of IMSS is divided into six main steps (see
Fig. 2): (1) working structure, (2) analysis,
(3) development/revision of a sustainability
strategy, (4) (first) sustainability report and formal decision, (5) implementation and monitoring
and (6) evaluation and update.
With regard to single fields of action, management tools have been used for several years
3
SDG 16: Promote peaceful and inclusive societies for
sustainable development, provide access to justice for all
and build effective, accountable and inclusive institutions
at all levels.
4
In this paper, non-binding public participation is called
the cooperative planning approach.
A Participatory Multi-Stakeholder Approach to Implementing …
243